GovernmentExecutive.com

Let's not wait for crisis to begin reforming entrenched organizational structures.

Debate about sweeping government reorganization added sizzle to Washington's summer. Two years ago, 22 agencies were targets for the huge Homeland Security Department shuffle. Now, the nation's intelligence agencies are candidates for similar treatment.

And despite the heartburn such debates engender in both the legislative and executive branches, we should be hoping for more.

Readers of these pages may cringe at the thought - especially those at Homeland Security who are still struggling to make the merger work. But there is every reason to pursue reorganization in many areas of government - and it is not too much to suggest that both the effectiveness of government and public regard for public sector programs is at stake.

There can be little question that the coming fiscal crisis will force government to define more narrowly and precisely the missions it wants to pursue. It will have to shed programs that aren't essential, and organize increasingly scarce resources to maximize performance and results. Reorganization around clear missions can be one important tool.

Clarity of mission and rationality of organization can make a tremendous difference in how well an agency does its job and in the morale of its workers. This was a key finding of the National Commission on the Public Service, led by former Federal Reserve Chairman Paul Volcker, in 2003. And the point was made compelling by the Government Accountability Office in its recommendation that the food safety system be consolidated to improve accountability, responsiveness and congressional oversight (www.govexec.com, June 1). GAO found that the number of agencies involved in food safety and "arbitrary" lines of authority were undermining the government's ability to assure the safety of food consumed by the American public.

Cabinet-level reorganizations are accomplished only with a great act of political will on the part of the White House and Congress. Aside from the elevation of the old Veterans Administration in 1989, the current roster of Cabinet departments hadn't changed for more than two decades before Homeland Security was created. Today's government was structured to meet 20th century missions and priorities. It must be restructured to be able to match its 21st century responsibilities.

We must not wait for another national crisis before finding the political will to reform too-long entrenched organizational structures. We can put four tools for reform to good use as we refocus government, including reauthorization of the president's authority to reorganize, establishing a commission to study mission-centered reorganization, and working across agency lines through e-government and coordinating councils. Whatever means are used to improve government performance through reorganization, the need is clear and the opportunity is as hot as it is likely to get.